By: Dr. Keith Merron - Avista Consulting Group
In Robert Frost’s famous poem, The Mending Wall, he ends the piece with the statement “Good fences make good neighbors.” The Poem discusses the mixed consequences of fences. On the one hand, a fence allows for each family to have their own space for personal freedom. On the other hand it separates. Good boundaries are like that as well, and aren’t simply just one thing. A boundary is crucial for visionary leadership, and something that is undoubtedly crucial when asking the question: ‘what is leadership?’ Leaders that haven’t set their expectations, goals, and values, create ambiguous work places, of which the consequence is often confusion and unnecessary conflict. Boundaries create a sense of what is okay and not okay. They clarify, and they focus. On the other hand, when held too inflexibly, they create tension, along with a sense that there is little or no room for play. Rules, for example, are boundaries. When applied stringently they can be off-putting and people can feel they are treated like children without personal freedom. Rules, when applied sensibly, can be calming—for good boundaries create trust.
I believe one of the signatures of a conscious leader is to know when to apply boundaries and when to relax them in the service of something bigger. When values become rules, leaders act like “Big Brother”. When values are principles, they teach us and guide us. If they are too rigid, we lose something—our capacity to apply discretion. When they are too lax, they have no meaning. When decisions become rigid, we run the risk of being unable to change in the face of changing circumstances. When they are too loose, we are confused.
I believe that one of the key things a leader needs to hold is one of being decisive and yet open. This means that the leaders says: “I’m betting my money that this is the way to go, so let’s go.” At the same time, the leader knows that it may not be the right decision. A good leader remains open to learning, and discovering new information that calls for an alternative decision. This is a good boundary for a decision—held firmly but not too tightly.
Dr. Keith Merron is the founder and Managing Partner of Avista Consulting Group, an organizational consulting and leadership development firm dedicated to helping organizations with bold visions achieve sustainable high performance and industry leadership.Mr. Merron received his Doctorate from Harvard University in 1985, where his studies spanned the fields of human and organization development. He has conducted research on the relationships between human development, managerial effectiveness and high performance, and has published numerous professional journal articles.
kmerron@avistaconsultinggroup.com
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